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Archives for 2009

What’s an ‘A’ for?

12 September 2009 by Clark 2 Comments

I was recently thinking about grades, and was wondering what an ‘A’ means these days.   Then, at my lad’s Back to School night, I was confronted with evidence of the two competing theories that I see. One teacher had a scale on the wall, with (I don’t remember exactly, but something like): 96-100 = A+, 91-95 = A, 86-90 = A-, and so on, down to below 50 = Fail. Now, you get full points on homework just for trying, but it’s clearly a competency model, with absolute standards.   A different teacher recounted how she tells students that if they just do the required work, that it’s only worth a C, and A’s are for above and beyond. That’s a different model. There aren’t strict criteria for that latter.   And I’m very sympathetic to that latter stance, despite that it seems subjective.

The second approach resonates with my experience back in high school, where A’s were handed out for work that really was above and beyond the ordinary.   A deeper understanding.   We seem to have shifted to a model where if you do what’s asked, you get an ‘A’.   And I see benefits of both sides.   Defining performance, and having everyone able to achieve them is ideal.   Yet, intuitively, you recognize that there’s the ability to apply concepts, and then another level where people can flexibly use them to solve novel problems, combine them with other concepts, infer new concepts, etc.

I was pointed to some work by Daniel Schwartz (thanks @mrch0mp3rs) that grounds this intuition in an innovative framework based upon some good research. In a paper with John Bransford and David Sears, they made a intriguing case for two different forms of transfer: efficient and innovative, and argued convincingly that most of our models address the former and not the latter, yet addressing the latter yielded better outcomes on both.   I think the work David Jonassen is doing on teaching problem-solving is developing just this sort of understanding, but it’s on problems that are like real world ones (and yet improves performance on standard measures).   And I like David’s lament that the problems kids solve in schools have no relation to the problems they see in the world (and, implicitly, no worth).

Right now, our competencies aren’t defined well enough to support assessing this extra level.   In an ideal world, we’d have them all mapped out, and you could get A’s in every one you could master.   We don’t live in that world, unfortunately.   So we have two paths.   We live with our lower measures, and everyone gets A’s meeting them (if they try, but that’s a separate issue), and then sort it out after graduation, in the real world, or we allow some interpretation by the teacher and measure not only effort, but a deeper form of understanding.   We’ve steered away from the second approach, probably because of the consequent arguments about favoritism, social stigma, etc.   Yet the former is increasingly meaningless, I fear.

We should bite the bullet and admit that we’re waving our hands. Then we could own up that not all teachers are ready to do the type of teaching David’s doing and Daniel’s advocating, and look to using technology to make available a higher quality of content (like the UC College Prep program has been doing) to provide support.   I’d rather see a man-in-the-moon program around getting a really meaningful curriculum up online than going to Mars at this point, and I’m a big fan of NASA and the pragmatic benefits of space exploration. Just think such a project would have a bigger impact on the world, all told.

In the meantime, we have to live with some grade inflation (gee, I got into a UC with a high school average below 4.0!), bad alignment between what schools do and what kids need as preparation for life in this century, and a very long road towards any meaningful change.   Sigh.

Design, processes, and ADDIE

9 September 2009 by Clark 1 Comment

I come to check briefly on what’s happening, late on an evening, and find a flurry of discussion that prompts reflection. It’s been an ongoing debate, with notables like Ellen Wagner and Brent Schlenker weighing in.   In reading another post pointed to by Cammy Bean, I see a cogent discussion of how processes can be stifling or supportive.

I was reminded of a story told many years ago on a listserve, where both new and experienced (10 years) graduates of several ID programs were asked to design projects.   The projects by the new graduates were categorizable by school.   The projects by the experienced graduates were not, until the accompanying rationales were read.   This was never published, unfortunately, but even as an apocryphal story, it’s instructive.

The point being, that the processes we learn are scaffolds for performance.   ADDIE is a guide to help ensure hitting all the important points.   It’s no guarantee of a good design.   It takes understanding the nuances (see Broken ID), and some creativity.

Used appropriately, ADDIE reminds us to dot our i’s and cross our t’s.   We ensure an adequate analysis of need (cf HPT), appropriate attention to design and development, care about the implementation, and ensure evaluation.   Used inappropriately, we pay lip service to the stages, doing the same cookie-cutter process we butcher when we do bad ID.

So, to my point: ADDIE’s not broken, but the way it’s used is. It’s supposed to be used as a guide, which is fine.   However, it’s being used as a crutch, and that’s wrong.     The question is, do we impugn the approach because of it’s implementation, as a way to draw attention to the misuse, or only malign the misuse?   I’m not sure the latter’s sufficient, nor the former is fair.

So, I say let the debate rage. We need a resolution, but I fear that there aren’t sufficient resources concerted to a) bring together the necessary conceptual inputs, b) to support the debate, and c) to advocate any outcomes.   There are broader issues to be talking about, such as how a design process plays out when we consider not just novices, but practitioners and experts, including performance support and social/informal.   We’ve some breakdowns conceptually, and then pragmatically in implementation.

I’ll echo Brent’s call to bring the issue to DevLearn, and see where we get. At least, a lot of us will be there!

Driving formal & informal from the same place

8 September 2009 by Clark 4 Comments

There’s been such a division between formal and informal; the fight for resources, mindspace, and the ability for people to get their mind around making informal concrete.   However, I’ve been preparing a presentation from another way of looking at it, and I want to suggest that, at core, both are being driven from the same point: how humans learn.

I was looking at the history of society, and it’s getting more and more complex. Organizationally, we started from a village, to a city, and started getting hierarchical.   Businesses are now retreating from that point of view, and trying to get flatter, and more networked.

Organizational learning, however, seems to have done almost the opposite. From networks of apprenticeship through most of history, through the dialectical approach of the Greeks that started imposing a hierarchy, to classrooms which really treat each person as an independent node, the same, and autonomous with no connections.

Certainly, we’re trying to improve our pedagogy (to more of an andragogy), by looking at how people really learn.   In natural settings, we learn by being engaged in meaningful tasks, where there’re resources to assist us, and others to help us learn. We’re developed in communities of practice, with our learning distributed across time and across resources.

That’s what we’re trying to support through informal approaches to learning. We’re going beyond just making people ready for what we can anticipate, and supporting them in working together to go beyond what’s known, and be able to problem-solve, to innovate, to create new products, services, and solutions.   We provide resources, and communication channels, and meaning representation tools.

And that’s what we should be shooting for in our formal learning, too. Not an artificial event, but presented with meaningful activity, that learners get as important, with resources to support, and ideally, collaboration to help disambiguate and co-create understanding.   The task may be artificial, the resources structured for success, but there’s much less gap between what they do for learning and what they do in practice.

In both cases, the learning is facilitated. Don’t assume self-learning skills, but support both task-oriented behaviors, and the development of self-monitoring, self learning.

The goal is to remove the artificial divide between formal and informal, and recognize the continuum of developing skills from foundational abilities into new areas, developing learners from novices to experts in both domains, and in learning..

This is the perspective that drives the vision of moving the learning organization role from ‘training’ to learning facilitator. Across all organizational knowledge activities, you may still design and develop, but you nurture as much, or more.   So, nurture your understanding, and your learners.   The outcome should be better learning for all.

Facilitating Learning

4 September 2009 by Clark Leave a Comment

In last night’s #lrnchat on instructional design,there was some discussion of the term ‘learning facilitator’ versus ‘trainer’ (which now I can’t find!?!), and it got me wondering.   I’ve also been thinking about a set of talks I may be giving, and how to break them up.   There was also a discussion on ITFORUM that expanded to discuss how experts are losing the problem-solving skills and how to develop them.   It leads me to think about what is learning, and why we are arguing that the new role in the organization will be for learning facilitation, not for ‘instruction’ or ‘training’.

How do we learn?   Not how do we believe we should be instructed, but how do we learn? If we look at anthropology, empirical studies, psychology and more, the ideal learning happens when learners get why they’re learning, are working on meaningful tasks, have support around, are given time to reflect, and more.   Recourse to knowledge resources like tapes, videos, texts, etc, is driven by need, not pre-determined.   It happens best when the task has a level of ambiguity where learners collaborate to understand. There’s problem-solving, experimentation and evaluation, and more.

This happens naturally among communities of practice, and so for much of organizational learning, creating an environment where this can happen around organizational goals is really the ‘informal learning’ Jay Cross talked about in his book on the topic.   Whether you want to call the actual deliberate support of informal learning ‘non-formal’ or not (I’m not hot on the idea, but can see how it might help some folks get their mind around it).   However, I do strongly want to suggest that supporting informal learning in systematic ways is one of the highest value investments an organization can make in being nimble, agile, innovative, and consequently successful.

Then, we go back and look at situations where we have new folks, including folks moving to new areas (practitioners promoted to managers, where they’re new to management), new processes are introduced (whether in sales approach, new technology in a product, or new service), and people wanting to reskill.   This is more about execution, and is formal learning, where we need to support motivation and manage anxiety as well as develop new skills.   The point is, for the novice to practitioner transition, we need the formal treatment, whereas practitioner to expert transition is more informal, and even information can be instruction and sufficient.

When we have this formal situation, we often do the information, example, practice routine, that’s been shown to work.   However, newer pedagogies, where we put meaningful tasks up front, and organize the learning around it, making it structurally closer to the more natural learning model, is proving valuable.   Call it a social constructivist, or connectivist, or any other pedagogical framework.   What you do is carefully structure the task to be meaningful and obviously important to the learner, carefully control the challenge, and scaffold support   for the knowledge and resources.   This, really, is taking instructional design in a new direction, still requiring design, but using a new pedagogy that’s more learning facilitation than ‘training’. It may be that that’s not what folks think of as training, and ideally training is more learning facilitation, but I find the relabelling to help convey the necessary approach as ‘trainer’ can unfortunately be ‘spray and pray’ or ‘show up and throw up’, at least in practice.

Note that this facilitation needs to address something more, both formally and informally.   You have to develop the ability to learn in this way – the problem representation, information access, and experimentation skills – not take it for granted.   Not everyone is a good self- or group-learner, and yet you want them to get better at this for the informal learning to really be optimal.   Make those skills explicit, and scaffold that development as well!

No one said it’s easy, but it seems to me a more robust, important, and valuable contribution to make, a task to be proud of.   That’s why many of us are now suggesting that the learning role in an organization will move to facilitation from an information presentation and testing role.   Knowledge is not what’s going to be useful going forward, but skills in applying that knowledge.   So my suggestion is to start thinking about facilitating learning, and abandon a focus on knowledge development. That’s where I think instructional design has to go, and I think others are seeing and saying it too.   Are you?

Learning Experience Creation Systems

2 September 2009 by Clark 2 Comments

Where do the problems lie in getting good learning experiences? We need them, as it’s becoming increasingly important to get the important skills really nailed, not just ‘addressed’.   It’s not about dumping knowledge on someone, or the other myriad ways learning can be badly designed.   It’s about making learning experiences that really deliver.   So, where does the process of creating a learning experience go wrong?

There’s been a intriguing debate over at Aaron (@mrch0mp3rs) Silver’s blog about where the responsibility lies between clients and vendors for knowledge to ensure a productive relationship.   One of the issues raised (who, me?) is understanding design, but it’s clearly more than that, and the debate has raged.

Then, a post in ITFORUM asked about how to redo instructor training for a group where the instructors are SMEs, not trainers, and identified barriers around curriculum, time, etc.   What crystallized for me is that it’s not a particular flaw or issue, but it’s a system that can have multiple flaws or multiple points of breakdown.

LearningExperienceDesignSystemThe point is, we have to quit looking at it as design, development, etc; and view it not just as a process, but as a system. A system with lots of inputs, processes, and places to go wrong.   I tried to capture a stereotypical system in this picture, with lots of caveats: clients or vendors may be internal or external, there may be more than one talent, etc, it really is a simplified stereotype, with all the negative connotations that entails.

Note that there are many places for the system to break even in this simplified representation.   How do you get alignment between all the elements?   I think you need a meta-level, learning experience creation system design. That is, you need to look at the system with a view towards optimizing it as a system, not as a process.

I realize that’s one of the things I do (working with organizations to improve their templates, processes, content models, learning systems, etc), trying to tie these together into a working coherent whole. And while I’m talking formal learning here, by and large, I believe it holds true for performance support and informal learning environments as well, the whole performance ecosystem.   And that’s the way you’ve got to look at it, systemically, to see what needs to be augmented to be producing not content, not dry and dull learning, not well-produced but ineffective experiences, but the real deal: efficient, effective, and engaging learning experiences. Learning, done right, isn’t a ‘spray and pray’ situation, but a carefully designed intervention that facilitates learning.   And to get that design, you need to address the overall system that creates that experience.

The client has to ‘get’ that they need good learning outcomes, the vendor has to know what that means.   The designer/SME relationship has to ensure that the real outcomes emerge.   The designer has to understand what will achieve these outcomes.   The ‘talent’ (read graphic design, audio, video, etc) needs to align with the learning outcomes, and appropriate practices, the developer(s) need to use the right tools, and so on.   There are lots of ways it can go wrong, in lack of understanding, in mis-communication, in the wrong tools, etc.   Only by looking at it all holistically can you look at the flows, the inputs, the processes, and optimize forward while backtracking from flaws.

So, look at your system.   Diagnose it, remedy it, tune it, and turn it into a real learning experience creation system.   Face it, if you’re not creating a real solution, you’re really wasting your time (and money!).

Consciousness and non-linearity

31 August 2009 by Clark 4 Comments

Aaron Silvers (@mrch0mp3rs) wrote a post tying together the non-linear nature of cyberspace with the essentially linear nature of our past.   Identifying how new technologies have to establish their own natures is a familiar refrain, but he’s comparing our learning with our   new contexts, and essentially questioning the relationship between old methods and new contexts.

It was this quote which got me thinking:

communications outside of education are happening, increasingly, in hyperspace…, but our preferred methods for learning are still long-held narrative forms

I started wondering about whether we could learn without a linear narrative form, and realized we could.   That is, we really do want to train certain people (e.g. pilots) to react before conscious thought kicks in. And similarly in, say, martial arts. It gets to a point where the expert creates rationales for what they’re doing that aren’t necessarily tied to the real action.   We saw this in the problems that arose with ‘expert systems’, where experts articulated what they did, and then they built systems that did what the experts said, and they didn’t work.

Typically, we start off on component skills, addressing them with some explicit feedback, and gradually layer on more complex frameworks (“be the ball” :), and the performance is compiled into a deeper, really subcognitive level.   We’ve used stories and feedback, and then augmented with video capture and fancy feedback machines, but we’ve kept that conscious layer of description even as it gets more abstract to match our increasingly high level of control.   Our brains have evolved to process linear narrative, as we see in all the calls for incorporating story in communication. And reflection, a critical component of learning, is conscious.   Now, consciousness is a still not understood linear phenomena emerging from our parallel processing brain.   What would it mean to end-run linear consciousness?   That’s what I started trying to imagine.

And what I came up with was a simulation game/immersive environment with non-cognitive feedback, that could train your responses. You’d be performing, and the feedback would train and integrate your responses.   Yes, there’d be an explicit model of performance to guide the feedback, but the learner might not be aware of the relationships.   Yes, learners would likely create a story about what’s happening (given that we’re likely to reflect consciously on what we do), but it could be wrong or they could even have their attention drawn elsewhere. So the game might even have some layer with high or little relation to what the system is training.   But it could work, like in that possibly apocryphal story of the students who kept paying high quality attention to the instructor when he was on side of the room, and looked away at the other side of the room, and at the end of the lecture the instructor was way off in one corner of the room.

And what concerned me was that I wouldn’t want to have a parallel training system that bypassed or misled the conscious learning.   And that’s what I raised as a comment on Aaron’s post.   Not that I thought Aaron was advocating that, but it’s just where my thinking went, and he rightly queried what I was on about.   I couldn’t fit it in a comment, hence this post.

The point being, there’s a role for the linear conscious narrative and reflection in our learning, just as there’s a role for dynamic multimedia networks in our learning as well.   It’s finding out the balance, the role of activity and reflection, that’s the interesting and important challenge.

Kill the curriculum?

27 August 2009 by Clark 5 Comments

Harold Jarche (@hjarche) retweeted his prior post on “First, we kill the curriculum“, and generated some serious interest.   For instance, Mark Oehlert (@moehlert) was inspired to write “Harold Jarche is Wicked Smart and We Need to Talk about Curriculum“.     I know Harold, and he is wicked smart (see this skewering of homework), so I commented on his blog and it seems we may have a semantics difference as opposed to a fundamental one.   Still, I want to make the point.

Harold, starting from the premise that the web is as fundamental a change as was the printing press, and, as the press could foster content, so the web can foster connections.   The emergent nature of knowledge out of a network argues against a fixed curriculum and instead for contextualized knowledge.   Arguing against a fixed curriculum, he says this:

a subject-based curriculum will always be based on the wrong subjects for some people. Without a subject-centric curriculum, teachers could choose the appropriate subject matter for their particular class

and this is, I think a valid point.   There’s too much focus on rote, and already out-dated knowledge.   Making my lad continue to demonstrate his ability to do the times tables ad nauseum only kills his love of learning.   And the first year of middle school seems to be much more about turning them into manageable prisoners rather than learning much of anything.   Things are moving so fast that it’s hard to imagine that much of what we learn, other than vocabulary, math rules, and science basics are necessary.   Jim Levin argued 30 years ago that learning multiplication and long division was outdated in the age of the calculator and that estimation was the necessary skill to ensure you were in the right ball park.   Why are we still teaching long division?   In short, drill and kill is pretty dumb.

So, is there a curriclum?   I think so, and Harold really says so too:

ensuing that students have mastered the important processes. Some of the processes that readily come to mind are critical thinking; analysing data; researching; communicating ideas; creating new things

Now, I think we’re arguing over whether skills are a curriculum, and I reckon they are, that is a focused set of learning outcomes we’re trying to achieve.   Not content, but skills.   I do believe there are some fundamentals, like levers, and gravity, and the associative property, but these are frameworks and models, tools upon which we build a flexible set of problem-solving, coupled with just the sort of skills Harold’s talking about (and I’ve talked about before).

The point is, the world’s changing, and yet we’re not equipping our kids with the necessary skills.   We need a new pedagogy, problem-focused on things kids are interested in, as Harold suggests, and focusing on their information seeking and experimentation and evaluation and the self-learning skills, not on rote exercise of skills.   I don’t do long-division anymore.   Do you?   Do you graph sentences?   Do you remember formulas?   I don’t think so.   What you do is look up information, make job aids (why are stickies so ubiquitous?), or program in the formulas or use a tool.

Whether or not we call it a curriculum, those problem-solving skills what I want my kids learning, and it’s not happening.   State standards are a joke. I don’t want them learning how to bold in Word, I want them understanding the concept of ‘styles’.   I don’t want them learning how to color a square in Powerpoint, I want them to be effective in communicating visually.   I want them to be learning how to solve ill-structured problems (cf another wicked smart person, David Jonassen)!

I don’t mind the revolutionary statement “kill the curriculum”, but I might just mean it as “kill the current curriculum”, because I do believe that the most effective path to help develop those skills is a formal learning process.   However, it’s likely to be socially constructive in nature, not instructive.   Let’s kill schooling, and reinvent schools as learning labs, with curricula focused on skills and attitudes, and perhaps a minimal core of knowledge.   Which means our standardized tests need tossing, too, but then that should also be obvious. Portfolios and contextualized abilities, not rote knowledge tests.   I reckon Harold and I (and Mark, another wicked smart person) are agreeing furiously.   Anyone for a revolution?

On the road again

21 August 2009 by Clark Leave a Comment

I like going to conferences: exchanging ideas, meeting new people, and just variety.   However, I haven’t been on the road since early June for any conferences, after running a workshop at ASTD’s international conference and then presenting at DAU/GMU’s Innovations in eLearning Conference.   But it’s that time again.

First, Jay Cross and I will be presenting on the Chief Meta-Learning Officer article we wrote at the Fall CLO Symposium Sept 28-30.   We’ll be riffing on the results of the survey we made available as part of the article, looking at what folks are saying about how their organization is learning.   There are big opportunities for organizations to improve how the facilitate and leverage their employee ideas, and we’re hoping to help that vision come forth.

At DevLearn (Nov 10-13), Jay and I will be running a 1 day workshop on how to be a Chief Meta-Learning Officer, and I expect we’ll capture some of the process and outcomes that led my attendees at the elearning strategy workshop to say things like “powerful and overwhelming – in a good way!”,   “Very current for today‘s priorities”, “extremely useful … I learned so much”, and “Really makes the shift from just
learning and takes it to performance.”   While it’ll focus more on the social and informal, that’s where a lot of opportunity is, and it’s really a whole shift about thinking of the learning organization’s role.

I’ll also be presenting the performance ecosystem in an abbreviated form as a concurrent session. I will also partner with Richard Clark to talk about pragmatic mobile development.   I’m looking forward to it.

I was also reflecting about what makes a good conference.   I don’t know about CLO (my first), but I love the Guild events, and I was trying to figure out why.   I think it’s because they do as good a job as anyone at making the event a good experience for all: attendees, exhibitors/sponsors, and speakers.   Others come close, but they really strike the best balance.

From an attendee perspective, you want speakers that cover the breadth and depth you want, for different levels of experience, and access to vendors without being hammered with pitches.   As a speaker, you want to maximize your exposure if you get to speak, and be treated like a valuable contribution. I can’t speak what it’s like from a vendor perspective, but I reckon it’s fair access to attendees without onerous costs or restrictions.   Somehow, the Guild events strike this balance the best, from my perspective as a speaker and attendee.

The ongoing success suggests others feel the same. I was just reviewing the speaker list, and see that in the very first timeslot, you’ve got Allison Rossett going up against Ruth Clark and Ray Jimenez, among others!   That’s a pretty heady lineup.   The topics are similarly spread to be as interesting as the speakers, with user-generated content, rapid elearning, mobile, games/simulations, and more.   And again, that’s only the first timeslot!

I’ll be online presenting in October and again in January, but for someone who’s in elearning, I still value the face to face time when I can get it.   Hope to meet you at one of these, please do introduce yourself or say hi!

The Performance Environment

17 August 2009 by Clark 12 Comments

I’ve represented the performance ecosystem in several ways in the past, and that process continues to occur.   In the process of writing up a proposal to do some social learning strategizing for an organization, I started thinking about it from the performer perspective.PLE

Now, personal learning environments (PLE) is not a completely new concept, and quite a number of folks contributed their PLEs here.   However, I wasn’t creating mine so much as a conceptual framework, yet it shares characteristics with many.

I realized there were some relevant dimensions, so I added those in, including whether they tend to be more reflective or active, and whether they’re formal or informal.   Note that I played a little fast and loose in the positioning to hopefully not make the connections too obscured, so it’s not quantitatively accurate so much as conceptually indicative.   Also, I’m trying to catch categories of tools, not specifics.   Still, I (apparently :) thought it was interesting enough to try to get feedback on.

So, what do you think? Am I missing a channel?   A connection?   Feedback solicited.

Design ‘debt’ and quality process

10 August 2009 by Clark 8 Comments

A tweet from Joshua Kerievsky (@JoshuaKerievsky) led me to the concept of design debt in programming.   The idea is (quoting from Ward Cunningham):

Shipping first time code is like going into debt. A little debt speeds development so long as it is paid back promptly with a rewrite…. The danger occurs when the debt is not repaid. Every minute spent on not-quite-right code counts as interest on that debt. Entire engineering organizations can be brought to a stand-still under the debt load of an unconsolidated implementation, object-oriented or otherwise.

I started wondering what the equivalent in learning design would be. Obviously, software design isn’t the same as learning design, though learning design could stand to benefit from what software engineers know about process and quality.   For example, the Personal Software Process‘ focus on quality review and data-driven improvement could do wonders for improving individual and team learning design.

Similarly, refactoring to remove typical bad practices in programming could easily analogize to the reliable patterns we see in Broken ID.   There are mistakes reliably made, and yet we don’t identify them nor have processes to systematically remedy them.

What are the consequences of these mistakes?   It’s clear we often take shortcuts in our learning design, and let’s be honest, we seldom go back. For big projects, we might create iterative representations (outlines, finished storyboards), and ideally we tune them once developed, but seldom do we launch, and then reengineer based upon feedback, unless it’s heinous.   Heck, we scandalously seldom even measure the outcomes with more than smile sheets!

For software engineering, the debt accrues as you continue to patch the bad code, rather than fixing it properly (paying off the principal).   In learning design, the cost is in continuing to use the bad learning design.   You’ve minimized the effectiveness, and consequently wasted the money it cost and the time of the learners.   Another way we accrue debt is transfer learning designed for one mode, e.g. F2F delivery, and then re-implement it as elearning, synchronous or asynchronous.

In software engineering, you’re supposed to design your code in small, functional units with testable inputs and outputs, and there might be different ways of accomplishing it inside, but the important component are the testable results.   Our learning equivalent would be how we address learning objectives, and of course first we have to get the objectives right, and how they build to achieve the necessary outcome, but then it shifts to getting the proper approach to meeting objectives. If we focus on the latter, it’s clear we can think about refactoring to improve the design of each component.

Frankly, our focus on process is still too much on a waterfall model that’s been debunked as an approach elsewhere.   We don’t have quality controls in a meaningful way, and we don’t check to see what reliable mistakes we’re making.   Maybe we need a quality process for design. I see standards, but I don’t see review.   We have better and better processes (e.g. Merrill’s Ripple in a Pond), but still not seeing how we bake review and quality process into it.   Seems to me we’ve still a ways to go.

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